SUSTAINMENT LESSONS LEARNED
Maneuver and sustainment boundaries need not conflict. Sustainment brigades could provide support to multiple divisions and task forces by freely crossing through sectors owned by different battlespace commanders. It was this positive feedback that validated the shift to modularity.
INTEGRATED FINANCIAL MANAGEMENT AND HUMAN RESOURCES Interviews through the R-CAAT pro- gram revealed that financial management and human resource (FM/HR) capabili- ties were not integrated into the support, planning, and operations (SPO) staffs of sustainment brigades and expeditionary sustainment commands. In addition, the role of FM/HR within these brigades and commands was not well understood.
To eliminate this gap, the Army imple- mented multiple solutions:
1. The Adjutant General School cre- ated an HR Plans and Operations Course for Human Resource Oper- ations Branch (HROB) leadership.
2. The Financial Management School developed an FM Leader Prepara- tory Course.
3. Updated field manuals expand on the roles and responsibilities of HROBs and FM SPO teams, to include FM 1-0, Human Resources Support; ATTP 1-0.2, Theater-Level Human Resourc- es Support; and FM 1-06, Financial Management Operations.
OPERATIONAL CONTRACT SUPPORT R-CAAT program feedback exposed the lack of a systemic organizational process to manage the large number of contracts in theater. As a result, the Army imple- mented several initiatives that affected operational contract support (OCS) doc- trine, policy, training, and organizations.
42 Army AL&T Magazine
Through the teamwork of the Assistant Secretary of the Army for Acquisition, Logistics, and Technology Integration Office and CASCOM, commanders saw an increase in available contracting offi- cer’s representatives and the establishment of the Operational Contract Support Course, which provides instruction on the processes and procedures for planning and integrating OCS. All S/G-4 positions in brigades and above, as well as logistics unit SPO staff, must complete the course.
OCS training has also been integrated into predeployment exercises.
CONVOY PROTECTION PLATFORM GUNNERY Today’s sustainment units will need to defend themselves, their convoys, and their sustainment bases against opposing forces. At the start of operations, there was a training and equipment gap in the planning and execution of convoy secu- rity by sustainment units.
To resolve this, the Army institutionalized convoy security training at home station and provided ammunition allocation and gunnery standards to sustainment units. Training Circular 4-11.46, Convoy Protection Platform Gunnery, published in April 2010, provides the first Army- wide standardized, table-based, mounted gunnery training for sustainment units and provides guidance for sustainment commanders on deploying convoy pro- tection platforms and training convoy escort teams.
DISTRIBUTION MANAGEMENT With the amount of equipment going into theater, distribution management became an obvious issue. Commanders identified gaps including the inefficient use of transportation assets, poor move- ment request management, lack of total asset visibility, and meager in-transit
visibility. Disjointed movement control operations disrupted the synchronization and integration of logistics efforts.
Supply Support Activity technicians cited shortages of material handling equipment (MHE) and management problems with the enormous volume of unidentified con- tainers. The response was the establishment of the Centralized Receiving and Shipping Point (CRSP), a concept that increased transportation efficiency by shortening distribution routes between forward oper- ating bases and the CRSP hub.
CASCOM championed using the Logis- tics Reporting Tool that is part of the Battle Command Sustainment and Support Sys- tem to provide visibility of commodities and capabilities. CASCOM also devel- oped container management TTPs and distribution management TTPs, and authorized the allocation of more MHE.
PROPERTY ACCOUNTABILITY Along with distribution management, the lack of property accountability was hin- dering the sustainment mission. Splitting property books, oversight of equipment left behind at the garrison, and tracking theater-provided equipment all contrib- uted to the issue. Commanders struggled with maintaining visibility and control over both contracted and locally pur- chased equipment.
CASCOM partnered with HQDA G-4, the U.S. Army Quartermaster School, U.S. Army Materiel Command (AMC), and CALL to institutionalize change.
These changes included:
1. A Command Supply Discipline Program (CSDP) handbook that highlights the tenets of property accountability, which was distrib- uted to the field.
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